Table Of ContentMaking Strategic Leaders
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Making Strategic Leaders
Narendra Laljani
© Narendra Laljani 2009
Softcover reprint of the hardcover 1st edition 2009 978-0-230-57749-7
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First published 2009 by
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ISBN 978-1-349-36721-4 ISBN 978-0-230-24863-2 (eBook)
DOI 10.1057/9780230248632
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10 9 8 7 6 5 4 3 2 1
18 17 16 15 14 13 12 11 10 09
For
Mangho and Shanta Laljani
and with an eye to the future,
for Milan
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Contents
List of Figures and Tables xi
Acknowledgements xiii
Introduction xiv
1 From Classroom to Boardroom: A Gap in Knowledge 1
and Practice
The problem 1
Research overview 4
Purpose 4
Objectives 4
Philosophical orientation 5
Approach 6
2 The Strategic Leader 9
Introduction to Phase I 9
Methodology 10
Perspectives on strategy and the strategic process 11
Strategy 11
The strategic process 12
Strategic process typologies 13
Bridging the planning/learning divide 18
The strategic process: A dynamic view 19
The strategic leader 21
Resource-based view 21
Strategic leadership perspective 22
Roles in the strategic process 24
Key themes 28
3 Strategic Leader Capability: A Conceptual Framework 30
Thinking and acting strategically 30
Orientation and animation, direction and action 32
Strategic paradoxes 36
Cognitive and behavioural complexity 39
Cognitive complexity: A closer look 44
Behavioural complexity: A closer look 47
The strategic conversation 50
Contextual challenges 59
vii
viii Contents
The interpretive and inertial challenge 62
A Conceptual framework of strategic leader capability 65
4 Strategic Leader Capability: Field Notes 70
Introduction to Phase II 70
Methodology 71
Some voices: The dimensions of strategic leader capability 74
Scene setting: The strategic leader role 74
The nature of the strategic conversation 75
The importance of contextual mastery 81
Behavioural complexity and mobilizing people 85
Strategic paradoxes and judgement 92
Summary of findings on dimensions of capability 95
Some voices: The development of strategic leader capability 98
Informal learning 100
Formal learning 109
Summary of findings on development of capability 116
5 Developing Strategic Leaders: An Integrated View 117
Introduction to Phase III 117
Exploring informal learning 118
Learning from experience 119
The limitations of informal learning 120
Mentors and developmental relationships 121
The impact of mentors 121
Formal versus informal mentoring processes 123
Making formal mentoring effective 125
Limitations of the mentoring process 125
Other developmental relationships 126
Accelerated learning and mastery experiences 130
Development through stretch 130
Formative development experiences on the job 130
Assessing development potential of work experiences 133
The role of hardships 134
The limitations of stretch experiences 136
Managing stretch: Organizational considerations 137
Critical reflection 138
Sense-making 140
Integrating the development processes 141
6 Leader Development Interventions: Action Research 143
Overview of the interventions 143
Contents ix
Methodology 143
Intervention #1: The leadership circle 145
Stretch assignment 149
Workshop 151
Mentoring 152
Networking 157
Mapping learning processes with abilities 158
Developmental outcomes 159
Intervention #2: The Top Leader Journey 160
Stretch 165
Peer mentoring 166
Structured reflection 166
Networking 167
Developmental outcomes 169
Self-confidence and self-efficacy 173
The role of self-efficacy 174
Self-efficacy and leader performance 175
Self-efficacy and leader development 176
7 Making Strategic Leaders: Some Reflections 180
Towards a new synthesis 180
Findings: The dimensions of strategic leader capability 182
Findings: The development of strategic leader capability 186
Findings: The deployment of strategic leader capability 193
A theoretical overview 196
Implications for practice 198
The individual 198
The organization 199
The developers 202
Further research: A springboard 204
Conclusion 205
8 Appendices 206
Appendix 1: People 206
(a) Phase I: Informal panel of experts 206
(b) Phase I: Participants in face validity focus groups 206
(c) Phase II: Participants in interviews 207
(d) Phase III: Leadership circle participants 207
(e) Phase III: Top Leader Journey participants and 208
facilitators
